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| Criterion |  Business Strategy Balanced Scorecard |  Agile Ideal Days |  Operations Getting Things Done |
|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | High | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 15-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 4-12 | 2-9 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Action Lists, Project List, Review Routine |
Tagsno overlap | StrategyMetricsExecution | EstimationEffortAgile | ProductivityPlanningTasksExecution |
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